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HTA Hawaii Island Action Plan

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HTA Hawaii Island Action Plan HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023 ‘Ōpelu ha‘alili i ke kai. ‘Ōpelu that make the sea ripple. Said of active, quick-moving people. Contents 2 I. INTRODUCTION 9 Situation Analysis Summary 2 Purpose of the Plan 9 Strengths 4 Formation of the DMAP 10 Weaknesses 5 Implementation Framework 11 Opportunities 6 II. OVERVIEW OF TOURISM IN HAWAI‘I 12 Threats 6 Overall Trends 14 III. VISION FOR TOURISM ON 7 Tourism Forecast HAWAI‘I ISLAND 7 Resident Sentiment 15 IV. GOAL 8 Tourism on Hawai‘i Island 15 V. OBJECTIVES 8 Visitor Statistics 16 VI. ACTIONS 8 2019 Hawai‘i Island Vistor Satisfaction 25 VII.TOURISM HOTSPOTS 8 2019 Resident Sentiment 8 Jobs 26 Acknowledgement 8 Visitor Accommodations 28 Glossary 29 Sources ON THE COVER This ‘ōlelo no‘eau speaks to the art of ‘ōpelu fishing. Like the holili schools of ‘ōpelu, fishermen look for the ripples on the ocean, but the real work is hidden and unseen. ‘Ōlelo No‘eau—Hawai‘i Proverbs & Poetical Sayings by Mary Kawena Pukui, Number 2532 1 I. Introduction PURPOSE OF THE PLAN In 2019, the Hawaiian Islands received a record high of 10.4 million visitors. While this brought in $17.75 billion in total visitor spending to Hawai‘i’s businesses, $2.07 billion in taxes generated, and supported 216,000 jobs statewide, it has also put pressure on some of our destinations and communities. This situation is not unique to Hawai‘i. Other popular destinations—from Venice, Italy to Machu Picchu, Peru, to Kyoto, Japan—also felt the negative efects of tourism, which not only impact the residents’ quality of life but also the quality of the visitor experience. 2 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023 The Hawai‘i Tourism Authority (HTA), in partnership The idea of “regenerative tourism” has gained momen- with the counties and the respective visitor bureaus, tum in 2020, especially as the global COVID-19 developed community-based Destination Manage- pandemic has made people more aware of tourism’s ment Action Plans (DMAPs) that aim to rebuild, opportunities and vulnerabilities. What is regen- redefne and reset the direction of tourism over a erative tourism? About 15 years ago, the model for three-year period. The focus is on stabilization, recov- “sustainable tourism” was instituted, built on tourism ery, and rebuilding to the desired visitor industry that was environmentally friendly, culturally sensitive for each island. The actions put forth in the DMAPs and had less impact than high numbers of visitors. are guided by an island-based Steering Committee for each island, and includes a collaborative process Regenerative tourism takes sustainability one step which encourages participation and vital input from further and focuses on the net beneft of the visitor the community, visitor industry and other sectors. economy to a destination, looking at the social and The DMAPs identify areas of need as well as action- cultural benefits. “Regenerative tourism is bolder able solutions for enhancing the residents’ quality and more inspiring. It aims not just to do less harm, of life and improving the visitor experience across but to go on and restore the harm that our system has the islands. already done to the natural world, and by using nature’s principles, to create the conditions of life to fourish. It views wholes and not parts, and is a very diferent way HTA’s 2020–2025 Strategic Plan is organized of looking at the world.” (Anna Pollock, international around four interacting pillars—Natural tourism consultant and founder of Conscious Travel) Resources, Hawaiian Culture, Community, and Brand Marketing, with more emphasis Many of the actions in this plan take a regenerative on addressing tourism impacts and greater tourism approach. destination management. In it, HTA defned Destination Management to include: • attracting and educating responsible visitors; • advocating for solutions to overcrowded attractions, overtaxed infrastructure, and other tourism-related problems; and • working with other responsible agencies to improve natural and cultural assets valued by both Hawai‘i residents and visitors. The DMAP initiative is a part of HTA’s strategic vision and plan to manage Hawai‘i tourism in a responsible and regenerative manner. 3 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023 FORMATION OF THE DMAP At the frst Steering Committee virtual meeting, the members reviewed HTA’s Strategic Plan in addition The process of the development of the Hawai‘i Island to the 2020 Hawai‘i Island TSP, including HTA’s key DMAP started in July 2020 with HTA and the County performance indicators and four pillars, as well as the of Hawai‘i building of of the 2020 Hawai‘i Island county’s tourism goals. These two plans are the foun- Tourism Strategic Plan (TSP) process. Together, HTA dation of the Hawai‘i Island DMAP. From there, the and the county developed a list of Hawai‘i Island resi- Steering Committee and Hawai‘i Island TSP Action dents who not only represented the visitor industry Cohorts identifed and prioritized actions that built on sectors (hotel, attractions, activities), diferent busi- the Hawai‘i Island TSP. The actions were grouped, and ness sectors (e.g. agriculture, retail), the community overarching actions and sub-actions were identifed. (e.g. Hawaiian culture, education), and other nonproft They were presented to Hawai‘i Island residents at organizations, but also the communities that they live two virtual public meetings via Zoom on November in. Invitations were sent, and 19 members volunteered 17 and 23, 2020. The community was encouraged to their time to participate on the Hawai‘i Island Steering provide input at the virtual public meetings, as well as Committee. Also fundamental to the DMAP process through an online input form. The results to the online were the 38 members who have been volunteering input form can be found on HTA’s website. their time to serve on the Hawai‘i Island TSP Action Cohorts (see Acknowledgement section). On December 4, 2020, the Steering Committee gath- ered virtually to review the high-priority sub-actions under each of HTA’s pillars. The Steering Commit- tee members, along with representatives from HTA and the county, reviewed the proposed actions and, where necessary, provided additional feedback and clarifcation. The Steering Committee then met on Oversight by January 15, 2021 to critically examine destination Hawai‘i Tourism Authority (HTA) attributes valued only by residents, only by visi- tors, and by both residents and visitors. They also discussed the destination attributes that were at risk or threatened. The Steering Committee brainstormed Partnership with County, Dept. of Research & Development actions—what to protect or mitigate, what to preserve and Island of Hawai‘i Visitors Bureau or grow, and where the gap can be closed or bridged using the identifed actions from prior meetings—and then developed new ones. On February 5, 2021, the Guided by a Steering Committee for the island Steering Committee reviewed the updated refned anchor actions. On February 12, 2021, the Steering Committee selected the 10 anchor actions that the Input from DMAP would focus on. Employees of HTA, the county, island's community and the Island of Hawai‘i Visitors Bureau (IHVB) reviewed the proposed sub-actions to verify they could be done under their respective purviews. All of the actions were developed by the Steering Committee with input from the community. Figure 1 Collaborative Process 4 ‘A‘ohe hana nui ke alu ‘ia. “No task is too big when done together by all.” ‘ŌLELO NO‘EAU (HAWAIIAN PROVERB) IMPLEMENTATION FRAMEWORK Hawai‘i’s tourism industry is at a critical point and residents’ livelihoods depend on the recovery of the visitor industry—whether directly or indirectly. Tourism needs to be managed responsibly so that the residents and destination can thrive. HTA is leading many of the eforts in the Hawai‘i Island Destination Management Action Plan. However, there needs to be collaboration and support of other state and county agencies, in addition to the community, visitor industry and other sectors, to help move the actions forward. This three-year plan is a living document that will be evaluated annually. 5 HAWAI‘I ISLAND DESTINATION MANAGEMENT ACTION PLAN 2021–2023 II. Overview of Tourism in Hawai‘i OVERALL TRENDS Tourism has remained the primary economic driver for Hawai‘i’s economy across all islands. In 2019, tourism was 16.2% of Hawai‘i Gross Domestic Product (GDP), second to real estate and rental and leasing at 18.8% of Hawai‘i GDP. Jobs in the tourism industry accounted for 20% of total jobs in Hawai‘i while jobs in the real estate and rental and leasing sector accounted for 4.4% of total jobs. For the past eight years, the State of Hawai‘i’s visitor industry sustained annual growth in terms of arrivals and expenditures. In 2019, tour- ism was the largest single source of private capital for Hawai‘i’s economy. Total visitor spending reached $17.84 billion (1.1% increase compared to 2018). Tour- ism generated $2.08 billion in state tax revenue. A total of 10,424,995 visitors came to the Hawaiian Islands by either air service or cruise ship (5.4% increase over 2018). The visitor industry has provided steady employ- 73.8 percent to 2,716,195, with signifcantly fewer ment opportunities and supported the development arrivals by air service (-73.8% to 2,686,403) and by of small businesses throughout the state. In 2019, cruise ship (-79.2% to 29,792). The average daily tourism supported 216,000 jobs throughout the state. census or the number of visitors in Hawai‘i on any Hawai‘i experienced record arrivals over the past few given day was 78,421 (68.3% decrease over 2019).
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